Introduction
This study aims to identify and propose a model for Root Cause Analysis of the barriers to strategic flexibility in manufacturing companies in Kermanshah. The research seeks to delve deeply into the factors that hinder these companies' ability to adapt swiftly to environmental changes and market demands. To achieve this, qualitative research methods were employed, gathering empirical data to pinpoint the primary obstacles to strategic flexibility. Through a thorough analysis of this data and the application of diverse analytical techniques, a comprehensive model was developed to trace and comprehend these barriers at their core. This model offers managers and decision-makers in Kermanshah's manufacturing sector a structured approach to recognizing fundamental causes, enabling them to craft strategies that enhance organizational adaptability.
Methodology
This research, developmental in its aim, falls within the qualitative research category and utilizes Root Cause Analysis to identify barriers to strategic flexibility. The study’s target population comprises academic experts holding doctoral degrees in management and managers of manufacturing firms in the city of Kermanshah. A purposeful, non-probabilistic sampling method, specifically the snowball technique, was employed, wherein selected individuals referred other experts to the researcher. This process continued until the interviews reached data saturation, ultimately involving 18 participants in semi-structured individual interviews. The data obtained from these interviews were analyzed using RCA, aiming to identify and examine the fundamental causes and barriers impeding strategic flexibility.
Results and Discussion
The research findings reveal that through content analysis and open coding, 33 indicators have been identified as primary barriers to strategic flexibility in the manufacturing companies of Kermanshah. These barriers encompass factors such as an excessive focus on the past, the effects of workflow inertia, intense market competition, frequent policy and regulatory changes, external pressures, conflicting and overlapping objectives, internal tensions and challenges, inefficiencies in processes and procedures, inadequate innovation, weaknesses in information management and data analysis, technological issues, lack of experience and skilled workforce, resistance to change, deficiencies in leadership and decision-making, resource limitations, financial constraints, and a rigid organizational structure and culture. The results indicate that the core obstacles to strategic flexibility in these companies include a complex organizational structure, a culture resistant to change, shortages in human and financial resources, technological limitations, and insufficient awareness of changes in the business environment. To address these barriers, structural and cultural reforms within the organization, investment in human resources and technology, and employee training are recommended. Additionally, enhancing employee awareness of environmental changes and developing adaptability skills are highlighted as key strategies for improving the companies’ strategic flexibility.
Conclusion
This study, by identifying 33 distinct indicators as barriers to strategic flexibility in the manufacturing companies of Kermanshah, presents an analytical framework grounded in Root Cause Analysis. The purpose of this framework is to assist companies in recognizing and deeply analyzing the fundamental factors that impede their strategic flexibility when confronting environmental and competitive changes. Key identified indicators include an excessive focus on the past, workflow inertia, intense market competition, frequent policy and regulatory changes, external pressures, conflicting objectives, process inefficiencies, inadequate innovation, weaknesses in information management, technological challenges, and resistance to change. A valuable practical recommendation is the development of a comprehensive and conceptual model for assessing and measuring strategic flexibility in manufacturing companies. This model, utilizing the indicators identified in this study along with other relevant metrics, can aid managers in evaluating the organization's flexibility status and pinpointing areas of strength and weakness. Additionally, this model can serve as an ongoing measurement tool for monitoring strategic flexibility in companies, ensuring continuous improvement in adapting to changing conditions.